Matching grants are a solution to a donor problem rather than meeting a need of recipient countries

2007 ◽  
Vol 18 (1) ◽  
pp. 4-9
Keyword(s):  
Matching Grants

The Ford Foundation, Matching Grants, and Endowment Building

2020 ◽  
pp. 129-154
Author(s):  
Michael Sy Uy
Keyword(s):  
Performing Arts ◽  
Local Community ◽  
Symphony Orchestra ◽  
Ford Foundation ◽  
Expert Advice ◽  
Social Connections ◽  
Boards Of Trustees ◽  
Funding Sources ◽  
Boston Symphony Orchestra ◽  
Matching Grants

This chapter examines the Ford Foundation’s predominantly economics- and finance-based expertise, and the way it sustained the country’s largest and most expensive performing arts institutions: orchestras, operas, and conservatories. Ford accomplished its goals primarily through matching grants and endowments, hoping with matching requirements to diversify organizations’ funding sources and expand the public’s commitment to local arts. Based on the expert advice of economists and administrators, Ford intended endowments to be a permanent source of income for orchestras and conservatories, if they managed the invested principal properly. In practice, however, wealthy individuals on boards of trustees for institutions such as the Boston Symphony Orchestra and the Juilliard School solidified their personal, social connections to elicit five-, six-, and sometimes seven-figure gifts. In general, ordinary citizens and the local community did not participate, and as a result, broad-based support never materialized. Orchestras and conservatories came back knocking on the foundation’s door again and again.

scholarly journals The Market for Charitable Giving

2011 ◽  
Vol 25 (2) ◽  
pp. 157-180 ◽  
Author(s):  
John A List
Keyword(s):  
Gross Domestic Product ◽  
Nonprofit Organizations ◽  
Charitable Giving ◽  
Charitable Organizations ◽  
Charitable Contributions ◽  
Half Century ◽  
The Past ◽  
Past Half Century ◽  
Past Half ◽  
Matching Grants

Through good and bad economic times, charitable gifts have continued to roll in largely unabated over the past half century. In a typical year, total charitable gifts of money now exceed 2 percent of gross domestic product. Moreover, charitable giving has nearly doubled in real terms since 1990, and the number of nonprofit organizations registered with the IRS grew by nearly 60 percent from 1995 to 2005. This study provides a perspective on the economic interplay of three types of actors: donors, charitable organizations, and government. How much is given annually? Who gives? Who are the recipients of these gifts? Would changes in the tax treatment of charitable contributions lead to more or less giving? How can charitable institutions design mechanisms to generate the greatest level of gifts? What about the effectiveness of seed money and matching grants?

Comprehensive Criminal Justice Planning-A New Challenge

1968 ◽  
Vol 14 (3) ◽  
pp. 197-206
Author(s):  
Daniel L. Skoi
Keyword(s):  
Criminal Justice ◽  
Technical Assistance ◽  
Crime Control ◽  
Current Status ◽  
Clearing House ◽  
General Improvement ◽  
State And Local ◽  
Consultation Services ◽  
Matching Grants

Under new federal legislation, the development of comprehen sive criminal justice plans will be a prerequisite for receipt of federal matching grants to strengthen state and local crime- control capabilities. This will be a difficult task in a national structure administered by a variety of disciplines, by numerous and often overlapping political jurisdictions, and with distinct subsystems for processing juvenile and adult offenders. The current status of criminal justice planning offers some guides, promising new instrumentalities, and the experience of federally financed planning in other fields to assist in the effort. However, few models of comprehensive criminal justice planning are available. A concerted program of technical assistance through training workshops, planning materials, and clearing-house and consultation services will be needed if the nation is to meet this challenge successfully. Finally, although the exact requirements of criminal justice planning will be determined by the final anticrime enactment, some basic requisites are likely to appear under any legislative formula. These include ( 1) a view of planning as a continuing process, (2) a bias toward the detail necessary to translate general improvement standards into solu tions workable for a given jurisdiction, (3) serious attention to all facets of criminal administration and a strong burden of justification for ignoring any, (4) a recognition in federal planning standards of the time needed to evolve and refine quality plans, (5) the establishment of planning machinery which involves all necessary competencies and is representative of all criminal justice interests, (6) well-designed and orderly programing for the planning mission, both in relation to long- term plans and annual action programs, and (7) the incorpora tion of explicit, quantified program goals and evaluative mechanisms capable of measuring their achievement.

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